1. People First … Mission Always Capability Maturity Model Integration (CMMI ® ) Millee Sapp 2 Dec 08 Warner Robins Air Logistics Center

2. W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R People First … Mission Always 2 What is the CMMI? Process improvement maturity model for the development of products and servicesProcess improvement maturity model for the development of products and services Consists of best practices that address development and maintenance activities that cover the lifecycle from conception through delivery and maintenanceConsists of best practices that address development and maintenance activities that cover the lifecycle from conception through delivery and maintenance Helps set process improvement goals and prioritiesHelps set process improvement goals and priorities Provides guidance for quality processesProvides guidance for quality processes Provides a point of reference for appraising current processesProvides a point of reference for appraising current processes

3. W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R People First … Mission Always 3Sponsors DoD (Office of the Undersecretary of Defense – Acquisition, Technology, & Logistics)DoD (Office of the Undersecretary of Defense – Acquisition, Technology, & Logistics) Industry (National Defense Industrial Organization – NDIA)Industry (National Defense Industrial Organization – NDIA) Software Engineering Institute (Steward of Model)Software Engineering Institute (Steward of Model)

4. W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R People First … Mission Always 4 Continuous Representation Project Management Process Areas Category Requirements Management Requirements Development Technical Solution Product Integration Verification Validation Engineering Configuration Management Process and Product Quality Assurance Measurement and Analysis Decision Analysis and Resolution Causal Analysis and Resolution Support Project Planning Project Monitoring and Control Supplier Agreement Management Integrated Project Management +IPPD Risk Management Quantitative Project Management Organizational Process Focus Organizational Process Definition +IPPD Organizational Training Organizational Process Performance Organizational Innovation and Deployment Process Management Slide adapted from Intro to CMMI Course

5. W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R People First … Mission Always 5 Staged Representation Organizational Innovation and Deployment Causal Analysis and Resolution 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed Continuous Process Improvement Quantitative Management Process Standardization Basic Project Management Organizational Process Performance Quantitative Project Management Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition +IPPD Organizational Training Integrated Project Management +IPPD Risk Management Decision Analysis and Resolution Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management Risk Rework 1 Initial Process AreasLevel Focus Quality Productivity 1 Initial Slide adapted from Intro to CMMI Course

6. W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R People First … Mission Always 6 SCAMPI Appraisal Method Organization/ Projects Process Deployment Lessons Learned/ Improvements Appraisal Team Findings, Recommendations Actual Practice Appraisal Requirements The Process Organizational Process Suite Slide adapted from Intro to CMMI Course

7. W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R People First … Mission Always 7 Appraisal Method Classes RequirementsClass AClass BClass C Types of Objective Evidence Gathered Documents and interviews Documents or interviews Ratings GeneratedGoal ratings required Not allowed Organizational Unit Coverage RequiredNot required Minimum Team Size421 Appraisal Team Leader Requirements Lead Appraiser Person trained and experienced Slide adapted from Intro to CMMI Course

8. W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R People First … Mission Always 8 Costs May Vary The cost of CMMI adoption is highly variable depending on many factors, including organizational goals size culture structure processes Regardless of the investment, organizations generally experience a respectable return on their investment. Slide adapted from Intro to CMMI Course

9. W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R People First … Mission Always 9 Benefit Information Information about CMMI benefits is available in the August 2006 SEI technical report, Performance Results of CMMI-Based Process Improvement (CMU/SEI-2006-TR-004). This report is based on public reports, interviews, supplementary materials, and comprehensive literature review. It is available on the SEI Web site at http://www.sei.cmu.edu/publications/documents/06.reports/06 tr004.html. http://www.sei.cmu.edu/publications/documents/06.reports/06 tr004.html http://www.sei.cmu.edu/publications/documents/06.reports/06 tr004.html For more information, see the CMMI Performance Results Web site at http://www.sei.cmu.edu/cmmi/results.html. http://www.sei.cmu.edu/cmmi/results.html Slide adapted from Intro to CMMI Course

10. W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R People First … Mission Always 10 Performance Measures Performance CategoryMedian Improvement Cost34% Schedule50% Productivity61% Quality48% Customer Satisfaction14% Return on Investment4:1 The performance results in the following table are from 30 different organizations that achieved percentage change in one or more of the six categories of performance measures below. Slide adapted from Intro to CMMI Course

11. W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R People First … Mission Always 11 Process Improvement Background 198919952000200120022003200419971996 Began work with Software Engineering Institute Avionics Organization Appraised at CMM-SW Level 3 EW and F-15 Organizations Appraised at CMM-SW Level 2 Consolidated Software Organizations Software Engineering Division Appraised at CMM-SW Level 3 Participated in WR-ALC Pilot of CMMI Transitioned to CMMI Rolled Out Revised Software Engineering Process Software Engineering Division Appraised at CMMI-SW ML 5 Performed SCAMPI Class B Appraisals 2007 Enhanced Measurement Processes 2006

12. W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R People First … Mission Always 12 Process Improvement Infrastructure Software Engineering Process Group (SEPG) (SEPG) SquadronBSquadronBSquadronDSquadronD SquadronASquadronASquadronCSquadronC SquadronESquadronE Test Program Set (TPS) Development and TPS Maintenance & Modification Domains Quality Metrics Group(QMG) Group(QMG) Technology Integration Group (TIG) (TIG) Measurement Working Group(MWG) Group(MWG) Software Steering Team(SST) Team(SST) Operational Flight Program Domain

13. W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R People First … Mission Always 13 Process Improvement Infrastructure Project’s Defined Software Process (PDSP) and Project Plans Business Goals Organizational Policies Organization’s Standard Software Process (OSSP) Squadron Level Processes SST SEPG/QMG Domain WGs/ Squadron Process POCs Project Teams ORGANIZATIONALORGANIZATIONAL DOCUMENTSDOCUMENTS

14. W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R People First … Mission Always 14 Sample of Results at WR-ALC Project A Block Cycle Change Reduced flight tests by 50% Reduced flight tests by 50% Delivered block cycle 27% under cost and on schedule Delivered block cycle 27% under cost and on schedule Delivered 50% more change requests than planned Delivered 50% more change requests than planned No defects detected No defects detected Project B Block Cycle Change Reduced flight tests by 50% Reduced flight tests by 50% No defects detected No defects detected TPS Development 25% decrease in effort 25% decrease in effort

15. W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R People First … Mission Always 15 Words of Advice – Implementer’s Perspective Build business case for implementing improvement programBuild business case for implementing improvement program Ensure solid measurement program is in placeEnsure solid measurement program is in place Investment is requiredInvestment is required Patience and perseverance are essentialPatience and perseverance are essential “High maturity is not for sissies!”“High maturity is not for sissies!”

16. W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R People First … Mission Always 16 Contact Information Millee Sapp millee.sapp@robins.af.mil478-926-1453